The company feels like it has lost its identity. There’s a strong push to create a “new category,” but it’s not something customers are asking for, which leads to confusion in the market. The majority of deals are still LMS-driven, yet that core area doesn’t appear to be the focus anymore, and competitors are starting to pull ahead.
There is also a disconnect between product and go-to-market. Many new features simply bring the platform to parity with competitors, but they are positioned and priced as major innovations. This makes it harder to sell and slows customer adoption.
Executive leadership feels increasingly out of touch with market reality, and feedback from the field does not seem to be well received. The CRO has been very clear about a “get on board or you’re replaceable” mindset. At SKO, he stated multiple times that not everyone in the room will be there next year. It creates an environment where differing perspectives are not encouraged, and people are hesitant to speak up.
The company has been in a continuous cycle of layoffs, creating a constant sense of instability. It often feels like you are just waiting for the next round. At the same time, there is a heavy focus on cost-cutting, which has led to reduced customer support, especially for smaller customers. This contributes to churn that could likely be avoided with even modest investment.
Overall, it feels like the company is being optimized for efficiency rather than growth, likely in preparation for a future sale. That makes it a difficult environment for anyone looking to build something long term.
